Cloud computing-strategy 1

Supporting Public Service Reform
Cloud Computing Strategy
June 2012

Cloud Computing Strategy 2012
The Programme for Government and the Public Service Reform Plan highlight Information and Communications
Technologies (ICT) as key enablers to delivering improved public services. Implementation of the ICT elements of
the Programme and the Reform Plan will ensure a strong focus on the customer and that better and more innovative
use is made of technology to improve the customer experience.
To progress these, CMOD, working with the Public Service CIO Council, will develop a series of ICT Strategy and
Policy documents.
The first of these eGovernment 2012-2015 was published in April 2012.
This second one entitled Cloud Computing Strategy sets out a strategic approach for the public service to engage
with Cloud Computing and to undertake a comprehensive programme of Data Centre Consolidation. It positions
both as key elements of the public service’s ICT Strategy. It details the criteria to be considered by individual public
bodies when considering public Cloud offerings, and highlights how a Public Service Community Cloud will be
progressively phased in. In this context, it details the ICT activities that will be migrated to the Cloud and the
procurement approaches that will be taken. Finally, it highlights the need to consider a new approach to ICT
organisation in the public service arising from the implementation of this Strategy over time.
cloudstrategy@per.gov.ie
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Foreword
As part of the Programme for Government, we announced that we would promote greater use of Cloud Computing in
the public sector, and in the Public Service Reform Plan published in November 2011, we committed to developing a
Cloud Computing Strategy for the public service.
“Cloud” marks the next major shift in computing. As it is still evolving, the move to Cloud Computing, in its various
guises, will be a multi-year process rather than an event. “Cloud” has the potential to fundamentally change the
nature of ICT and its provision everywhere, not just in the public service. Therefore, our reliance on owned ICT
infrastructure and solutions may reduce over time in favour of increased usage of ICT services that are consumed on
some form of metered basis.
This paper aims to set out how this change will impact on the use of computing in the public service and it lists the
criteria that public bodies will need to use in their consideration of cloud-based solutions. It also sets out how a
Public Service Community Cloud is required, explores how that may be provisioned, and highlights opportunities for
partnership with the private sector. As part of this, the paper identifies how the current consolidation of computer
and data centres in the public service needs to be continued and formalised.
While change in itself can be important to renew and energise, we must remain mindful of the realities of our
economic circumstances in setting policies and strategies. In this context, the move to Cloud Computing must be
underpinned with solid business cases that provide compelling value-for-money for the State and taxpayers.
Accordingly, I look forward to private sector organisations engaging with my officials and those in senior ICT
management positions throughout the public service in the implementation of this Strategy.
This Cloud Computing Strategy was prepared by CMOD in my Department in conjunction with the Public Service
CIO Council. I wish to express my appreciation for their work on this paper.
Brendan Howlin TD
Minister for Public Expenditure and Reform
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Executive Summary
Cloud Computing is a radically new approach to the delivery of ICT services which
promises –
• “anywhere” access to shared computing resources;
• “freedom” from capital expenditure on back-end computing equipment and
software;
• the ability to provision computing services very quickly and cheaper than
traditional models; and
• the ability to pay for such services on some form of metered or per-use basis.
As Cloud Computing is evolving, there are still considerable challenges pertaining
to, inter alia, security, legalities, jurisdiction, availability and reliability, and pricing
models that provide definitive and sustained value. Accordingly, the move to Cloud
Computing will take time.
This Strategy is based on extensive engagement, research and trials with the ICT
industry over 2 years. Notwithstanding the challenges, this Strategy –
• places Cloud Computing at the heart of our ICT Strategy;
• sets a course for centralising and implementing our common ICT needs as a set
of shared services;
• commits to reducing the number of our computer and data centres from
potentially hundreds to approximately 10 primary facilities;
• establishes our aim to use external service providers as much as possible in the
fulfilment of this approach and to maximise competition in this regard by
establishing multi-vendor procurement frameworks;
• details and timelines lists of ICT activities that we will migrate to Cloud
Computing and shared services over a number of phases; and
• highlights our need to consider a new ICT organisational structure and new ICT
funding and governance arrangements over time.
Finally, it makes it clear that the implementation of the measures set out in this
Strategy must provide tangible cost savings before they will be advanced.
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1. Background and Introduction
1.1 The purpose of ICT in the public service is to support the effective and
efficient delivery of public administration and services. In that context it
needs to be –
• fit-for-purpose in terms of functionality, availability and reliability;
• delivered in a way that supports the obligation of the State to protect and
secure the data and privacy of its citizens and enterprises; and
• implemented and operated in a way that provides best value-for-money.
1.2 As with other public administrations and large enterprises worldwide, public
bodies in Ireland have traditionally procured or developed their own ICT
infrastructures and solutions and most of them have developed their own ICT
functions to manage and operate these.
1.3 A range of measures and circumstances are now coming together that provide
an opportunity for reconsidering how ICT should be procured, delivered and
governed in the public service, viz.
• the current economic circumstances mean that public bodies must operate
with considerably reduced financial and human resources;
• this in turn is compelling public bodies to concentrate their efforts on their
core business and to consider alternative approaches for non-core
activities1
;
• front-end interfaces and devices are becoming more consumer-oriented,
more mobile and more intuitive to operate, resulting in an increased
expectation and demand for complex services in ever-reducing timescales;
• at the same time, back-end ICT infrastructures and systems are increasing
in their sophistication and complexity, with commensurate increases in the
skill levels required to develop, maintain and operate them;
1
ICT or elements of it can fall into both categories. Public bodies with mission-critical operations that are wholly dependent
on complex ICT systems treat ICT as a core activity, whereas others view it as an enabler that can be sourced in multiple
ways.
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• the combination of a moratorium on recruitment and a general shortage of
people with the requisite ICT skills makes it difficult for public bodies to
attract and employ sufficient quantities of ICT personnel2
;
• the Government has articulated its commitment to rationalising core
processes that are duplicated by establishing shared back office operations
or shared services for a range of disciplines including ICT;
• a number of public bodies have already entered formal shared ICT service
arrangements and have deployed or redeployed staff accordingly;
• quite a number of public bodies are co-locating or consolidating their
backend ICT infrastructure or elements of it in other public service data
centres (mainly those operated and managed by the Department of
Agriculture, Food and Marine and the Office of the Revenue
Commissioners) to reduce hosting costs and to share the costs of power,
cooling and basic management; and
• Cloud Computing now gives public bodies the opportunity to consider the
consumption of ICT services on some form of metered basis as an
alternative to traditional provisioning models.
1.4 As part of its aim to make Ireland a leader in Cloud Computing, the
Government has said that it will promote greater use of Cloud Computing in
the public sector. In this context, both CMOD3
and HEAnet4
have been
engaged in research and trials with a number of companies dealing primarily
with computing power, storage and infrastructural services such as email.
These have demonstrated that, while Cloud Computing certainly provides
opportunities for efficiencies and cost savings, it isn’t yet evolved to the
degree required by the public service in terms of security, reliability, service
levels, standards, jurisdictional, legal and contractual arrangements, technical
interoperability, licensing, dynamic and real-time availability, availability of
requisite skills, and commercial models.
2
Notwithstanding this difficulty, and regardless of the models of ICT delivery that emerge, the public service has and will
have a continuous need for ICT personnel. It is the nature of such personnel that may change over time.
3
CMOD (Centre for Management and Organisation Development) is a division of the Department of Public Expenditure and
Reform. It has a public service-wide brief with responsibility for researching, developing and implementing policies in the
areas of telecommunications, technology, shared ICT services, and eGovernment. CMOD also operates as the sanctioning
authority for ICT expenditure in the Irish public service. It chairs the Public Service CIO Council and represents Ireland at
EU level in relation to public service ICT, eGovernment and CIO working groups and fora.
4
HEAnet is Ireland’s National Education and Research Network, providing advanced Internet and associated ICT and e-
Infrastructure services to Educational and Research organisations throughout Ireland – see www.heanet.ie
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1.5 This seems in keeping with the findings and opinions of numerous industry
analysts and commentators, and seems to reflect the multi-year approaches
being taken by other public administrations worldwide including the UK,
USA, Canada, Australia, Netherlands, Austria and various Scandanavian
countries. Consequently, an incremental approach to the adoption of Cloud
Computing seems most likely.
1.6 It is in this context of considerable organisational, financial, and technological
change and uncertainty that this Cloud Computing Strategy for the Public
Service has been developed by CMOD in conjunction with the Public Service
CIO Council5
. CMOD and the CIO Council will continue to monitor
developments in these areas through engagement with industry, dialogue with
peers throughout the EU, and the trialling of models and applications as they
become available.
1.7 It is clear that public administrations in other EU Member States, and indeed
further afield, are also considering how best to implement private or
community clouds for themselves given the nature of their data holdings.
Engagement with the Irish public service in the implementation of the
approaches set out in this Strategy may give companies an opportunity to
develop responses in this regard, and to develop expertise in this specific
market area at relatively low cost and low risk.
1.8 The purpose of ICT in the public service, as set out at Paragraph 1.1, has not
changed. Accordingly, the implementation of the measures set out in this
Strategy is contingent on this purpose being demonstrably fulfilled and
verifiable cost reductions being achieved. In this context, private sector
providers are invited to consider how they can engage with this vision to
generate a new approach to the provision of ICT infrastructures and solutions
in the public service and how they can provide tangible value in this context.
5
A Public Service Chief Information Officer (CIO) Council, comprising senior ICT Directors from across the public service,
was established in 2011. Its purpose is to work with CMOD in the on-going development of ICT and eGovernment
policies. It is referred to as the “CIO Council” hereafter.
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2. Strategic Approach
Definition
2.1 The Irish Public Service accepts the definition of Cloud Computing and its
various models and deployments provided by the US Government’s National
Institute of Standards and Technology (NIST)6
.
Principles
2.2 The Irish Public Service accepts that Cloud Computing is a major shift in the
provision of ICT infrastructure, systems and services. It is acknowledged that
it has the potential to fundamentally change the nature of ICT delivery over
time, and to provide benefits in terms of efficiencies, cost effectiveness, speed
to market, the leveraging of new opportunities, fulfilling elements of the green
agenda, improving mobility and access, and deploying resources on core
activities. As a consequence, it is anticipated that Cloud Computing will be a
key part of the strategic future of ICT in the public service, eventually
becoming the default and primary delivery mode.
2.3 Accordingly, as a general principle, and once the appropriate guidance for
evaluation and assessment is in place (see Paragraph 2.7 below), public bodies
should seek Cloud-based provision as an option for consideration when
procuring ICT solutions.
2.4 In this context, this Strategy proposes that –
• the use of “private clouds” will be limited to those that receive sanction
based on a solid business case and specific, unique requirements;
• offerings of “public cloud” based provision of solutions need to be
subjected to an appropriate application of the criteria set out at Annex II by
the public body concerned; and
• the public service will seek to develop a Public Service Community Cloud
to negate the necessity for private clouds and to provide another Cloud
option where the public cloud is deemed not suitable.
6
See http://www.nist.gov/itl/csd/cloud-102511.cfm (repeated at Annex I of this document).
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Public Cloud
2.5 While public clouds may be considered by a public body for any requirement,
it seems most likely that initial deployments would be most appropriate for –
a). any public-facing and non-sensitive activity, viz.
o open data initiatives,
o public information repositories,
o public collaboration or surveying facilities,
o analytics involving non-sensitive or non-confidential data,
o the front-end elements of online services or apps that do not store
sensitive data,
o simulation testing of the availability, robustness and functionality of
online services;
b). developing, piloting and testing new applications or solutions where
deep integration with back-end data of a sensitive or confidential nature
is not required; and
c). trialling new approaches that would ordinarily require a considerable
capital investment or risk.
2.6 CMOD, working with the CIO Council, will seek to develop procurement
frameworks that would be available to all public bodies, for public cloud
solutions that may have general applicability across some or all of the public
service.
2.7 Under the auspices of the CIO Council, guidance for public bodies will be
developed to –
• provide detail on the specific assessment criteria set out at Annex II;
• explain how this criteria needs to be applied against each opportunity to
determine whether the public cloud can be considered; and
• describe how actual procurement exercises for public cloud offerings need
to be evaluated and compared with each other.
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Public Service Community Cloud
2.8 The Irish public service needs to develop its own Community Cloud for those
circumstances where public cloud offerings are deemed unsuitable.
2.9 Phase I of a Public Service Community Cloud will seek to evaluate and
provision Infrastructure as a Service (IaaS) as follows –
a). Availability only through connectivity with Government Networks7
.
b). It will be coupled with the continuing programme of data and computer
centre rationalisation (see Pargraphs 2.14 – 2.16 below). In this context,
it is anticipated that this IaaS will be provided from computer/data
centres owned and managed by public bodies. However, the use of
commercial data centres may be considered subject to a satisfactory
evaluation of risk, adequate protections and remedies being provided for
contractually, and demonstrable value for money. CMOD and the CIO
Council will continue to explore this option with industry8
.
c). A public procurement exercise will be conducted to establish a
framework of multiple IaaS providers – ideally offering a variety of
platforms. While the infrastructure may reside in Government-owned
facilities on Government Networks (subject to [b] above), the
infrastructure would remain the property of the providers, and would be
operated, maintained and managed by those providers. They would
provide public bodies with a standardised catalogue of offerings and
services and with the required provisioning tools or services.
d). In general, all new infrastructure requirements of public bodies, such as
compute and storage and associated services, would be satisfied through
this framework. Each public body would choose its infrastructure
provider through mini-competitions within the framework. Public bodies
would pay for such infrastructure services on some form of metered
basis. Actual charging models and thresholds would be agreed as part of
the framework establishment.
7
See http://ictprocurement.gov.ie/government-networks/ for a definition and explanation of Government Networks. The
core of this network and the interconnections between the primary nodes will require upgrading to facilitate this move to
Cloud Computing – this work is underway. Any additional security and audit requirements will be assessed during Phase I.
8
A number of cloud providers in the USA are now offering Government-segmented Clouds from their data centres which are
being subjected to particular security standards.
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2.10 Phase II of a Public Service Community Cloud/s will seek to deploy a range of
key infrastructural solutions on a centralised multi-tenanted basis, such as,
firewalling, web/content filtering, anti-spam, and anti-virus solutions.
2.11 Whereas Phase I of a Public Service Community Cloud will ensure a gradual
movement away from owned computing infrastructure to the IaaS solutions,
Phase III will seek to develop pilots, proofs of concepts, and live
implementations on top of those IaaS platforms, including Platform as a
Service (PaaS) solutions. Examples could include –
a). a range of common services/platforms such as –
o websites and portals – both in terms of development and hosting,
o caching for websites,
o database services,
o dynamic DR (disaster recovery) based on multi-site provision; and
b). key infrastructure platforms such as –
o directory and federated authentication services,
o virtual desktop infrastructure (VDI), and
o email.
2.12 Phase IV of a Public Service Community Cloud will seek to expand the IaaS
environment with Software as a Service (SaaS) solutions such as –
• analytics with sensitive information;
• collaboration/content sharing technologies;
• document management; and
• case management.
However, it is acknowledged that some of these may take considerably longer
than the proposals at Phase III because of the specific nature of customisations
typically implemented in individual organisations.
2.13 Phase V of a Public Service Community Cloud will involve the migration of
existing legacy and mission-critical systems from traditional platforms. As it
is usual to migrate such systems when requiring redevelopment, it seems
inevitable that this Phase will take considerable time.
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Data/Computer Centre Rationalisation
2.14 Over the last 18-24 months, numerous public bodies have successfully moved
elements of their back-end infrastructure and systems to data centres belonging
to other public bodies – primarily those of the Office of the Revenue
Commissioners and the Department of Agriculture, Food and Marine. This
consolidation effort will now be formalised as follows –
• criteria will be developed to identify appropriate data/computer
centres/facilities for inclusion in a framework of both fixed and container-
based facilities – this framework will incorporate regional distribution for
business continuity and DR purposes and is likely to number less than 10;
• the levels and qualities of services to be provided as standard and as value-
added in these facilities will be established and catalogued;
• the staffing levels and skills required to operate these facilities and
environments and how those should be sourced will be identified;
• principles for the funding (including if necessary, cost-sharing models) of
these facilities will be defined; and
• the appropriate governance structures will be designed and established.
2.15 The concentration will be on the consolidation of sites, rather than the
consolidation of equipment. The latter will be dealt with over time with the
advancement of the Public Service Community Cloud as detailed at
Paragraphs 2.8 – 2.13 above. While this consolidation programme may not
result in any significant reduction in equipment, it will remove a great deal of
attendant costs in servicing multiple sites with power, cooling, light,
networking, maintenance services, and staff supports.
2.16 Once these policies have been adopted, and a sufficient level of operation has
been established, Government approval will be sought to mandate public
bodies to use the selected data centre facilities for all new developments and to
migrate existing environments within a defined timeframe.
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3. Outlook
3.1 The combination of the approach to Public Service Community Cloud and
Data Centre Rationalisation detailed in this Strategy, will, over time, result in a
very considerable aggregation of the ICT infrastructure and service
requirements of the Irish public service, and thereby provide the market with
the necessary economy of scale to develop viable and cost-effective proposals.
3.2 It is acknowledged that the use of Government-owned facilities for
consolidating data centres and for locating Public Service Community Cloud
environments would not benefit from the same economies of scale that some
Cloud providers may achieve in their own environments when operating at a
global scale. However, as Cloud providers are now beginning to segment
Cloud infrastructure and services in their own data centres exclusively for
Government use, the probability is that it would not be any more expensive for
Cloud providers to do similarly in public service owned facilities as it would
negate the necessity for them to invest in or enhance facilities, power, cooling,
networking, and access control for public service purposes. Accordingly,
Cloud providers should factor this into their metering and pricing models for
the public service.
3.3 Additionally, it is acknowledged that for some business processes and
solutions, there may be genuine opportunities for seeking to mix elements
from the public cloud and the Public Service Community Cloud in a Hybrid
approach, particularly where such elements are fine-grained and independent.
3.4 With respect to the Public Service Community Cloud, it is accepted that it will
not be possible to give the market firm indications of likely volumes or levels
of business in specific timeframes. Consequently, while consideration will be
given to some level of upfront investment from providers when establishing
procurement frameworks, greater consideration will be given to demonstrable
technical and scaling capability in a timely fashion.
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3.5 The implementation of the approaches set out in this Strategy will
automatically generate a new dynamic in how ICT applications and solutions
are sought by public bodies. It seems likely that there will be less need for the
specification and acquisition of the physical hardware and software
environments. Instead public bodies will specify the functionality of solutions
required and the environment in which they must be provided. This in turn
should result in a new approach by the provider market as greater innovation
and collaboration between providers will be required. In this context, it is
anticipated that the software industry will need to review and consider how its
licensing, support and maintenance (LS&M) models will be impacted by the
move to “solution packaging” and “metered use” that the Cloud advocates.
3.6 Additionally, the software industry is invited to work with public bodies to
determine how they can migrate their environments and solutions to a Public
Service Community Cloud as set out in Phases III, IV and V of this Strategy,
while retaining the value of their existing software investments.
3.7 The implementation of the approaches set out in this Strategy, and the
dynamic shifts they will generate, will bring about a change in the nature,
structure, staffing and operations of individual ICT functions throughout the
public service. In this context, it is anticipated that, over time, individual
public bodies will require less staff to develop and manage ICT infrastructure
and common services. On the other hand, there will be a continuing need for
ICT staff for the analysis, development and project management of business-
specific solutions. There will also be a new need for staff with knowledge and
expertise that is specific to Cloud-based provision of infrastructure, systems
and services including –
• specifying, evaluating and selecting Cloud-based solutions;
• negotiating and managing various legal and technical matters relating to
provisioning, service levels and qualities, availability management,
transitioning, performance management, integration with other Cloud
environments, etc.; and
• particular security, territoriality and jurisdictional matters.
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4. Implementation
4.1 In summary, this Strategy advocates that –
• Cloud-based provision of ICT solutions and ICT shared services will, over
time, become the default approach for the public service;
• CMOD and the CIO Council will develop guidance with respect to the
procurement and usage of public cloud offerings and the assessment
criteria set out at Annex II;
• public bodies will then begin to include consideration of Public Cloud
offerings in their procurement exercises for ICT solutions;
• CMOD will work with public bodies to develop procurement frameworks
for public cloud solutions of universal applicability;
• existing work in consolidating data centres will be standardised and
formalised and the necessary funding and governance arrangements will be
defined and implemented;
• a Public Service Community Cloud will be developed in phases and
coupled with the data centre consolidation work underway;
• the exploration, piloting and development of a Public Service Community
Cloud should encompass solutions from private sector providers, ideally
offering different solutions; and
• these approaches will be mandated as they become established and proven
to provide best value for money.
4.2 The CIO Council will establish Working Groups as required to progress each
of these individual elements in accordance with the indicative timeline set out
at Figure A overleaf.
4.3 Additionally, the CIO Council will assess the impact of this Strategy,
particularly those aspects relating to the consolidation of ICT environments
and the greater centralisation or sharing of ICT services, on existing ICT
organisational structures in the public service. The Council will bring its
assessment through the Public Service Reform governance arrangements to
ensure full consideration by senior managers of arising business implications.
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4.4 It should be noted that, although five phases have been set out for the
implementation of the Public Service Community Cloud at Paragraphs 2.9 –
2.13, these need not be advanced sequentially. It is anticipated that there will
be considerable parallelism in the implementation of these discrete phases.
4.5 Additionally, the lists of ICT activities provided for Phases II-V of the Public
Service Community Cloud (Paragraphs 2.10 – 2.13) are not exhaustive and
other services or solutions may, and most likely will, be added as
advancements are made and opportunities emerge. CMOD and the CIO
Council will maintain an open approach in the determination of targets and the
timing of same.
4.6 The development of the European Commission’s European Cloud Computing
Strategy9
will be monitored and aligned with where appropriate. In this
context, support will also be given to the assessment, and where necessary,
amendment of existing EU procurement law to better facilitate the
procurement of cloud-based computing resources or solutions, particularly for
circumstances such as –
• unpredictable and irregular use requirements;
• seasonal or burst requirements;
• rapid deployments in specific circumstances; and
• technology trials leading to use.
4.7 The CIO Council views this Strategy as a living document which it will keep
under review and which it will amend or supplement as Cloud Computing
evolves and material information comes to light.
9
See http://ec.europa.eu/information_society/activities/cloudcomputing/index_en.htm for details.
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Figure A
Timeline for Strategy Activities
Activity Approximate Timeline
Development of Public Cloud Assessment Criteria (Annex II) Within 1 year
Development of Public Cloud Procurement Guidance Within 1 year
Development of Evaluation Criteria for Public Cloud offerings Within 1 year
Initial Procurement Exercise for Public Cloud Based Solution Within 1 year
Formalisation of Data Centre Selection and Consolidation Criteria Within 1 year
Consolidation of Data Centres 1 – 5 years
Public Service Community Cloud Phase I Within 1 year
Public Service Community Cloud Phase II Within 2 years
Public Service Community Cloud Phase III 1 – 5 years (dependent on the emergence of interoperable and mature
solutions, the availability of the resources needed to advance projects, and
the need to extract VFM from existing investments)
Public Service Community Cloud Phase IV 1 – 5 years (dependent on the emergence of interoperable and mature
solutions, the availability of the resources needed to advance projects, and
the need to extract VFM from existing investments)
Public Service Community Cloud Phase V 1 – 10 years (dependent on systems development lifecycle, the investment
amortisation/depreciation timeline, and the availability of interoperable
and mature solutions)
Implications on ICT organisational structures Likely to be ongoing over the entire period
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Annex I
The NIST Definition of Cloud Computing
Cloud computing is a model for enabling ubiquitous, convenient, on-demand network
access to a shared pool of configurable computing resources (e.g., networks, servers,
storage, applications, and services) that can be rapidly provisioned and released with
minimal management effort or service provider interaction. This cloud model is composed
of five essential characteristics, three service models, and four deployment models.
Essential Characteristics:
On-demand self-service. A consumer can unilaterally provision computing
capabilities, such as server time and network storage, as needed
automatically without requiring human interaction with each service
provider.
Broad network access. Capabilities are available over the network and accessed
through standard mechanisms that promote use by heterogeneous thin or
thick client platforms (e.g., mobile phones, tablets, laptops, and
workstations).
Resource pooling. The provider’s computing resources are pooled to serve multiple
consumers using a multi-tenant model, with different physical and virtual
resources dynamically assigned and reassigned according to consumer
demand. There is a sense of location independence in that the customer
generally has no control or knowledge over the exact location of the
provided resources but may be able to specify location at a higher level of
abstraction (e.g., country, state, or datacenter). Examples of resources
include storage, processing, memory, and network bandwidth.
Rapid elasticity. Capabilities can be elastically provisioned and released, in some
cases automatically, to scale rapidly outward and inward commensurate
with demand. To the consumer, the capabilities available for provisioning
often appear to be unlimited and can be appropriated in any quantity at any
time.
Measured service. Cloud systems automatically control and optimize resource use
by leveraging a metering capability10
at some level of abstraction
appropriate to the type of service (e.g., storage, processing, bandwidth, and
active user accounts). Resource usage can be monitored, controlled, and
reported, providing transparency for both the provider and consumer of the
utilized service.
10
Typically this is done on a pay-per-use or charge-per-use basis.
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Service Models:
Software as a Service (SaaS). The capability provided to the consumer is to use the
provider’s applications running on a cloud infrastructure11
. The
applications are accessible from various client devices through either a thin
client interface, such as a web browser (e.g., web-based email), or a
program interface. The consumer does not manage or control the
underlying cloud infrastructure including network, servers, operating
systems, storage, or even individual application capabilities, with the
possible exception of limited user-specific application configuration
settings.
Platform as a Service (PaaS). The capability provided to the consumer is to deploy
onto the cloud infrastructure consumer-created or acquired applications
created using programming languages, libraries, services, and tools
supported by the provider.12
The consumer does not manage or control the
underlying cloud infrastructure including network, servers, operating
systems, or storage, but has control over the deployed applications and
possibly configuration settings for the application-hosting environment.
Infrastructure as a Service (IaaS). The capability provided to the consumer is to
provision processing, storage, networks, and other fundamental computing
resources where the consumer is able to deploy and run arbitrary software,
which can include operating systems and applications. The consumer does
not manage or control the underlying cloud infrastructure but has control
over operating systems, storage, and deployed applications; and possibly
limited control of select networking components (e.g., host firewalls).
Deployment Models:
Private cloud. The cloud infrastructure is provisioned for exclusive use by a single
organization comprising multiple consumers (e.g., business units). It may
be owned, managed, and operated by the organization, a third party, or
some combination of them, and it may exist on or off premises.
Community cloud. The cloud infrastructure is provisioned for exclusive use by a
specific community of consumers from organizations that have shared
concerns (e.g., mission, security requirements, policy, and compliance
considerations). It may be owned, managed, and operated by one or more
of the organizations in the community, a third party, or some combination
of them, and it may exist on or off premises.
Public cloud. The cloud infrastructure is provisioned for open use by the general
public. It may be owned, managed, and operated by a business, academic,
or government organization, or some combination of them. It exists on the
premises of the cloud provider.
Hybrid cloud. The cloud infrastructure is a composition of two or more distinct
cloud infrastructures (private, community, or public) that remain unique
entities, but are bound together by standardized or proprietary technology
that enables data and application portability (e.g., cloud bursting for load
balancing between clouds).
11
A cloud infrastructure is the collection of hardware and software that enables the five essential characteristics
of cloud computing. The cloud infrastructure can be viewed as containing both a physical layer and an
abstraction layer. The physical layer consists of the hardware resources that are necessary to support the cloud
services being provided, and typically includes server, storage and network components. The abstraction layer
consists of the software deployed across the physical layer, which manifests the essential cloud
characteristics. Conceptually the abstraction layer sits above the physical layer.
12
This capability does not necessarily preclude the use of compatible programming languages, libraries,
services, and tools from other sources.
24

Annex II
Criteria for Public Cloud Consideration
1. Application Design
2. Architecture
3. Business Continuity and Disaster Recovery
4. Commercial and Pricing Model/s
5. Data Location and Retrieval
6. Legal and Regulatory (incl. data protection, governing laws, intellectual
property, termination)
7. Performance and Conformance
8. Privacy
9. Reputation
10. Security
11. Security Standards
12. Service Provision (incl. SLAs, transitioning)
13. Staffing and Skills Requirements
14. Technology Lock-In – Migration and Interoperability
15. Technology Standards
16. Value For Money
25

Cloud computing-strategy 1

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